We made a big move at the end of 2016. After three decades in our headquarters, Herrmann went completely virtual. With team members spread across countries, states, and time zones, the shift reflected the increasingly global nature of our business. So when COVID hit, we were already ahead of the curve—comfortable and well-practiced in virtual collaboration.
Today, working virtually is the norm for many. And whether you’re working with colleagues, customers, vendors or others, there are more tools and apps than ever to help you collaborate across any distance, whether it’s across the country or even across the globe.
But technology alone isn’t enough. Making hybrid and virtual work truly effective takes more than the right apps or a flexible schedule. It requires an understanding of how different people think, communicate, and collaborate. That’s where Whole Brain® Thinking makes a difference.
Whether you’re launching a hybrid workplace, managing remote communication, or leading a virtual presentation, applying a Whole Brain® approach helps you connect with every kind of thinker, wherever they are.
In this blog, we’ll explore how Whole Brain® Thinking can help you:
- Build an inclusive and productive hybrid work environment
- Strengthen communication across distances
- Deliver engaging, effective presentations for diverse thinking styles
What is hybrid working?
A hybrid work arrangement is one where employees can work both from home and in the office. This can give employees the best of both worlds, allowing them to have the flexibility to work from home when they need to, while also being able to come into the office for face-to-face collaboration.
Hybrid working is not an entirely new concept. This has been a growing trend over the past decade, accelerated by the COVID pandemic. But the concept of working from anywhere in the world and making your life as autonomous as possible is something that Tim Ferriss spoke about in his 2007 book “The 4-Hour Work Week”. It’s all about how to work less and live more. The book has sold millions of copies and has been translated into over 35 languages. It’s a bestseller, and for good reason.
Ferriss advocates for a lifestyle known as “lifestyle design”, which includes working fewer hours, outsourcing work, and automating one’s life. So, if this sounds like something you want, Whole Brain® Thinking and the HBDI® could help you get there.
The benefits of hybrid work
Most organisations are becoming hybrid workplaces, and employees are starting to see the benefits of:
- Better work-life balance
- Less time and money spent commuting
- More flexibility
But organisations also reap the benefits like:
- Being able to hire internationally
- Less money being spent on office space
- Reduced exposure to illness, and less sick days because of this
When it comes to being successful in today’s workplace, it’s not just about what you know, but also how you work. That’s why being time-effective, an efficient communicator and a good collaborator are all important skills to have if you want to break free from the regular 9 to 5.
Can hybrid work for your business?
There are a few things to keep in mind if your organisation is considering a hybrid work arrangement.
- You’ll need to be able to communicate effectively with your team, whether that’s through video conferencing, chat tools, or good old-fashioned phone calls.
- Your team will also need to be comfortable working independently, as there will likely be times when they’re working from home and won’t have anybody else around to help them out.
- Finally, you’ll need to make sure everyone is able to stay organised and on top of their work, as it can be easy to let things fall through the cracks when everyone’s not in the office every day.
How to shift to a hybrid work model: A Whole Brain® approach
If you’re considering introducing hybrid working into your business, you can’t just flip a switch and expect everything to continue business as usual. It’s best to approach the move to virtual work from a Whole Brain® perspective.
To use Whole Brain® Thinking as you transition to a remote workforce, you should look at the four key quadrants below and start asking yourself questions that pertain to each quadrant.
Figure 1
A Quadrant: What?
The “What” in regard to a hybrid working environment needs to be very clear. Clarity is essential for people to understand the goals.
Questions you should be asking include:
- What do we mean by hybrid work?
- What are we expecting in terms of how employees are going to work and interact with others?
- What kind of technology are we going to be using?
- What are the new rules of the road?
B Quadrant: How?
The “How” is really about the teams themselves.
Teams are the engine of how work gets done in today’s environment. Many of us are in more than one team, and often we’re in a bunch of teams. Some of us are leaders in teams and some of us are members of teams. In many instances, this is happening across the globe. We’re dealing with different cultures and different mindsets and different time zones.
This shift to a hybrid working environment is an opportunity to do a reset on thinking about teams, as a new way of looking at doing work.
C Quadrant: Who?
The “Who” is all about people.
Creating psychological safety for employees by creating a space where people feel safe is paramount. Trusting people means that you’re focusing on outcomes versus activities. A lot of managers have been focused on activities and not outcomes. Encourage managers to offer direction, not directions. This, in turn, makes sure that people understand that they’re trusted to get the work done, whether they’re working remotely or whether they’re in the office.
It’s about trust, and then letting them figure out the “how” in terms of how they’re actually going to do something is so important.”
D Quadrant: Why?
The “Why” is all about an employee’s work and the meaning of their work.
Employees will want to know how they can continue to achieve their same goals within a hybrid environment.
Based on Gallup, 60% of people aren’t even aligned on the real purpose of their company. Hybrid working is a chance to get people aligned by asking the question, “What are we here to do, and how does that connect to me?”
Tips for keeping hybrid workers engaged
Engagement can take a hit when teams are split between home and the office. To maintain a strong sense of connection and motivation, leaders need to be intentional about how they support their hybrid teams.
Ben Snyder, CEO of Systemation, went through a transition to hybrid work years ago. Not only does he have the experience, but his company focuses on project management, business analysis and work management training. In other words, they’re in the business of getting work done.
Here are some simple but effective ways Ben shared to keep hybrid workers feeling engaged, valued, and part of the bigger picture.
1. Focus on the details when transitioning to hybrid work
This classic B-quadrant activity can go a long way towards alleviating the concerns some employees might have about the transition. Systemation set everyone up with a phone, computer, printer and allowance for office furniture. In addition to a main office number with a directory, employee lines can be forwarded to employees’ cell phones so they can be reached wherever they set up shop for the day.
2. Take advantage of technology to keep people connected
There are so many tools available to help virtual employees stay connected. At Systemation, as at Herrmann, Slack is the virtual water cooler of choice, and everyone is required to post something at least once every day. Whether it’s a salesperson recapping a great call or someone simply posting what they’ve got on deck for the day, this keeps people engaged and tapped into what’s going on throughout the organisation.
3. Prepare managers for leading a hybrid team
If managers are used to managing people by checking in with them throughout the day, they’re going to need to develop new management and engagement strategies. New processes, workflows and communication systems may be necessary for managing the work productively, and a mindset shift may be required to build trust and confidence in managing people from a distance.
4. Recognise that change affects everyone differently
Unlike a company that has always operated virtually, Ben reminded me that many of my team members weren’t hired into a virtual environment; they were hired to work in an office. Some will love the new setup, but others will miss the day-to-day interaction and the hum and background noise of a busy office. It’s up to us to take proactive steps to ensure everyone feels comfortable with the change.
5. Don’t assume one work style fits all
Employees should be encouraged to find the right conditions and set up boundaries so that they can be most productive and efficient. For some, this may mean getting up, showering and getting dressed before ever signing on and “stepping foot in the office.” Others may wake up energised to plough through a project right away.
At Systemation, employees who prefer the hustle and bustle of an office will occasionally work in public places—a restaurant, coffee shop, the mall or even at a co-worker’s house—because they’re more productive that way.
The most important thing is to encourage employees to figure out what works best for them.
6. Stay focused on results
Systemation has always been a progressive company in terms of flexible work hours. No one’s scrutinising hours or micromanaging employees’ every move; results are what matters. And still, Ben admits he struggled initially with the meshing of work/life/personal that happens when a company goes completely virtual.
“When you go virtual, people’s lives really get in the blender,” he says. “If I called someone during work hours and they weren’t at their desk, I would think, well, where are they? I had to remind myself to go back to my own rules: are they producing what I want them to produce? If they are, then that’s all that matters.”
These are some great tips for maintaining a strong remote work culture, keeping people connected and getting the work done, virtually or otherwise.
Tips for staying productive as a hybrid worker
Working in a hybrid environment offers flexibility, but it also comes with its own set of challenges. From managing your time across locations to staying focused amid distractions, here are some practical tips to help you stay productive, wherever you’re working from.
1. Control notification overload
While it’s essential to stay connected, we encourage hybrid workers to control notification overload. Most workers are already accustomed to checking emails every few minutes. But then there are Slack messages, phone calls, text messages, Zoom calls…the list goes on and on.
Some methods of controlling notification overload include batch checking emails and lower priority communication channels every 60 to 90 minutes, disabling unnecessary alerts so you can stay focused on deep work, and asking teammates to use @mentions for anything urgent. Avoid getting sucked into constant pings from non-work chats if they distract you.
2. Build movement into your day
It can be easy to sit for hours on end when you’re working from home. Use timers or fitness trackers to prompt you to stretch or walk every hour, and hydrate regularly. Drinking water not only keeps you healthy, but it also gives you a natural reason to get up and move.
3. Personalise your space
Decorate your workspace with items that bring you joy—a personalised mug, a plant, a small lamp. Brew tea, light a candle, or play calming music to set the tone for a focused workday.
4. Set clear work-from-home boundaries
A unique issue for hybrid and virtual workers – friends and family members think that because you’re working from home, you aren’t ‘really’ working. If this occurs, try to ‘train’ your circle. When friends call for a chat at 9am, politely let them know your working hours and kindly remind them you’re not “just at home.” Try saying, “Can I call you after work?” or “Is everything OK, or can I check in tonight?” to protect your focus without being dismissive.
How to communicate virtually
No matter how many tools and devices you have, effective collaboration still comes down to how effectively the parties communicate with each other. Particularly when you don’t always have the advantage of visual cues, tone of voice, or cultural nuances, the chances for miscommunication are high.
Here are 4 tips to make sure your communications get across in the way you intended, no matter what technology you use:
1. Provide context
You develop your virtual communications with a specific frame of reference in mind, but your audience doesn’t necessarily have the same mindset going in. This is one of the reasons why email, Slack messages, and other brief written communications can be so prone to misunderstanding. The context isn’t there, so the receiver feels like it’s coming out of the blue or misinterprets your intention.
Pre-empt the problem by letting them know upfront what’s going on, why you’re communicating and what the big picture is. This is important to clarify both for yourself (before you communicate) and for your listener.
And when you’re on the receiving end of the message, be sure to give the sender the benefit of the doubt or ask for clarification if you think you might be getting the wrong idea on something. At Herrmann, we always say “assume positive intent.” It helps to keep communication on a remote team much less toxic.
2. Be intentionally friendly
When relying on digital forms of communication, such as instant messaging, it can be easy to fall into the trap of launching straight into work chat without any of the niceties that come with face-to-face communication. Add warmth to your messages. A quick, “Hope your Monday’s going well!” or, “Appreciate the help!” can make a big difference. Especially in short-form chat, take an extra second to express appreciation or support—it builds rapport.
3. Provide an agenda
Everyone’s juggling multiple priorities. We all have very full plates. Especially when you’re working with distributed team members who may not have much daily interaction, rambling messages or confusing requests can feel frustrating, intrusive and disrespectful of people’s time.
Don’t just wing it. Give people a high-level agenda or plan that sets expectations about what you’re trying to accomplish in a way that’s appropriate for the format or communication vehicle. You’ll find this is an appreciated touch whether someone has a high preference for B-quadrant thinking or not.
4. Explain the “what”
Of course, the facts and data—the what (A-quadrant)—are important, but oftentimes, the tendency is to jump right into the content. If you haven’t set up the context and expectations, people may misinterpret what you’re saying, have trouble following your train of thought or simply tune out.
Dive into the content after doing those first two steps, and people will understand the data within the framing you desire. This will help you deliver it in a much more effective way while giving your listener the critical information they need.
5. Give them a way to engage
Stories and interaction are what allow people to quickly make connections with what you’re talking about—and that means what you’re communicating is more likely to stick with them.
We do this naturally in our heads, trying to make connections to what it is we’re hearing, so if you can facilitate that process through relevant stories, you’ll find you’ll get much better impact and people will really understand what you mean. Do this throughout your communications, and whenever possible, make it a two-way interaction so people feel involved and that their participation matters.
Because these steps hit all of the quadrants of the Whole Brain® Model, no matter how diverse the thinking preferences of your audience, you’ll be able to “speak the language” of their thinking to make sure your communication gets across—whether it’s across the phone, across email, across Skype or across the room—in the way you intended.
How to run hybrid events
Beyond day-to-day work, the hybrid work movement has implications for facilitators and participants at hybrid workshops and conferences. As a facilitator, it means changing the way we engage people and present information. As a participant, it means understanding how we get the most from a meeting or presentation, even when we might be hundreds or thousands of kilometres away.
A hybrid workshop checklist
To prepare for a successful hybrid workshop, answer these questions
What is the size and shape of the room?
Knowing this will help you determine the best way to set up on the day. Based on the shape of the room, you may place tables/seating in a different way and think about where your virtual conferencing equipment will be.
Can you project audio?
The worst part about being virtual is struggling to hear either the presenter or questions from participants. Ensure you can project loud enough, or seek a microphone if required. It’s also a good idea to repeat questions from the group before answering in case virtual participants miss what’s said in the room.
What is the lighting like? Are there windows?
Remaining engaged as a virtual participant can be difficult, especially when emails are a click away and the temptation to multi-task is ripe. By having great lighting and keeping away from windows which face busy streets you’ll better engage everyone involved.
Do you have access to projection equipment?
Projection screens are important for everyone to understand what you’re speaking to. It also keeps you from straying too far off your content. Just don’t forget to share your screen for virtual participants!
How many participants are there?
It may sound obvious, but knowing how many participants will be both in the room and online will change how you present and what preparation is required. Try to get the expected number at least a few days before you present.
Where are the participants located?
Another caveat around your virtual participants is whether they are in groups or as individuals. For example, you may have a group connected from an interstate office, and ensuring they have access to materials (if necessary) will be important. Make sure you make it very clear what participants will need to bring (e.g. laptop) and remind them on the day.
What handouts are required?
If you have any exercises or handouts that you will be using, it’s good to have these ready (perhaps on your desktop) to share with the virtual group – or even better ask them to print them prior to the meeting or event. If there will be discussion groups, think about how you will structure these based on the split of virtual and in person participants.
Making hybrid work, work for everyone
Hybrid work isn’t just a passing trend—it’s a fundamental shift in how we collaborate, communicate, and create results. And while technology is the enabler, it’s our mindset and approach that determine whether hybrid models thrive or flounder. By applying Whole Brain® Thinking, you can lead with clarity, communicate with empathy, and build trust across any distance.
Whether you’re managing a global team, running virtual meetings, or simply trying to stay productive from your kitchen table, the key is understanding how different people think and work best. There’s no one-size-fits-all solution, but with the right tools, strategies, and a commitment to flexibility, hybrid work can unlock new levels of engagement, performance, and satisfaction.
The future of work is here. Let’s make it work for every kind of thinker.
If you’re interested in learning more about Whole Brain® Thinking and how it can help you and your people in reaching their full potential in a hybrid workplace, get in touch with Herrmann or find more tips on remote work in our Remote Management & Distributed Productivity e-book.
